Synchronous Manufacturing And Theory Of Constraint

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Synchronous Manufacturing and Theory of Constraints The theory of constraints (TOC), also known as synchronous manufacturing, is a management approach that focuses on the constraints in an organization in order to leverage improvement. According to Dr. Goldratt, synchronous manufacturing refers to the entire production process working together in harmony to achieve the goals of the firm. Synchronous manufacturing logic attempts to coordinate all resources so that they work together and are in harmony or are "synchronized." The goal is on total system performance, not on localized measures such as labor or machine utilization. The “Five Focusing Steps of TOC”: ‡ 1. Identify the system constraint. (no improvements possible unless the constraint or the weakest link is found) 2. Decide how to exploit the system constraint. (Make the system as effective as possible). 3. Subordinate everything else to that decision. (Align every other part of the system to support the constraint even if this reduces the efficiency of the non-constraint resources). ‡ 4. Elevate the system constraints. (If output is still inadequate, acquire more of this resource so itis no longer a constraint). ‡ 5. If in the previous steps, the constraints have been broken, go back to step1; do not let inertia become the system constraint. Performance Managements The goal of a firm is to gain money. a. Financial Measurements: 1. Net profit – an absolute measurement in dollars. 2. Return on Investment – a relative measure based on investment. 3. Cash flow – a survival measurement b. Operational Measurements: 1. Throughput – the rate at which money is generated by the system through sales. 2. Inventory – all the money that the system has invested in purchasing things it intends to sell. 3. Operating expenses – all the money that the system spends to turn

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